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| Criterion |  Decision Making Decision Rights Mapping |  Agile 4Ls Retrospective |  Operations RACI Matrix |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 45–75 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | Team members involved | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | 4Ls Board, Learning Themes, Improvement Actions | RACI Matrix, Responsibility Map, Decision Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RetrospectiveLearningReflectionTeam | RolesResponsibilityGovernanceOperations | RetrospectiveTeamReflection |